Kuali Research Administration (KRA)
Kuali Financial System (KFS)
Kuali Student (KS)
Project Management
Andy Slusar
Jim Thomas
Cath Fairlie
KRA Project Manager
Cornell University
KFS Project Manager
Indiana University
KS Program Director
The University of British
Columbia
Effective PM?
What is effective PM?
According to Project Management Institute:
• Initiation and Planning
• Execution and Monitoring
• Closing – transition to Sustainment
Agenda
• Initiation and Planning
• Execution and Monitoring
• Sustainment
• Open Source Misconceptions
KRA/KFS/KS Project
Differences
• Project differences
– KFS started with IU FIS
– KRA and the Coeus relationship
– KS started with a vision
– Team size/project scope
– User community differences
– Rice Evolution/Extraction
• Effective project management essential to all
KFS & KRA Initiation
Guiding Principles
• KFS based on Indiana’s FIS
• KRA based on MIT’s Coeus
• Scope Statement is the developments team’s
“contract” with functional stakeholders
• Functional Changes are approved by the
respective Functional Council
• Technical Standards are governed by the Kuali
Technical Council (KTC)
KFS & KRA Initiation
Guiding Principles (cont.)
• Maximize commonality of business practices
• Make configurable as much as possible given
time and resource constraints
• Burden of proof falls on advocates for change to
show benefits exceed costs
• All changes subject to “The Reality Triangle”
KS Initiation
• Development of a detailed Project charter
– Contract between the partners
– Mission, objectives & vision
– Technical Architecture guiding principles
– Functional Scope
– Development approach (SOAD)
– Governance & organization
– Project management methodology - Agile
methodology
Phased Modular Approach
Functional Stream
Adjust
plans and
repeat for
Releases
2/3/4
Oct 2008
Nov 2008
Contract Design R1
(Infrastructure & Curriculum
Development)
Application Architecture
- Process models
- ER models
- High Level Service Models
- Domain Definitions
Service Modeling R1
(Infrastructure & Curriculum
Development)
Program Management & Communications
Aug 2007
Service Modeling R2
(Domain 2)
Contract Design R2
(Domain 2)
May 2009
July 2009
Aug 2009
Technical Stream
Technical Architecture
-Technology proofs
-SOA standards
Development Infrastructure
- Developers workbench
- Procedures
- Standards
Develop Configuration
Application
- Configuration Infrastructure
-Proof of concept Pilot
Software Design &
Development R1
(Infrastructure & Domain 1)
Release 1 & Implement Test
Re-plan / Re-Architect / Implement & Transition to Support
Execution & Monitoring The Reality Triangle
Scope
(Functional
Council)
Schedule (Time)
(Project Mgr)
Resources (Capacity)
(Board)
Execution & Monitoring The Other Realities
COST
RISK
Execution & Monitoring Tools
Tools in a distributed environment
– Confluence from Atlassian (wiki pages for
documentation, collaboration, etc)
– Sakai (document sharing, email archive, etc)
– Omniplan, MS Excel and Project for project
plans and Gantt charts
– JIRA from Atlassian (task tracking)
– Resource planning sheets (KFS/KRA)
Execution & Monitoring Tools
Execution & Monitoring Tools
Execution & Monitoring Tools
Execution & Monitoring Tools
Execution & Monitoring Tools
Execution & Monitoring Tools
Execution & Monitoring Tools
Execution & Monitoring Building Capacity
Project Resources
• Clear role definitions
• Developer resources
• Functional resources
• Training
Execution & Monitoring Managing Costs
• Monthly cost reporting by institution, by
cost category by program year to Board
– Detailed
– Executive Summary
• Budget/ actual/ forecast reports $$ and
FTE counts
• Variance analysis
Execution & Monitoring Managing Costs
Actual/Forecast to Complete (FTE Count)
Cost Category
Institutional Contribution
Employee Name
Doris Yen
Heather Johnson
Cindy Nahm
Audrey Lindsay
Len Carlsen
Zdenek Zraley
Joe Yin
George Lindholm
Leo Fernig
Gord Uyeda
Chiu, Hanson
Doug Loewen
Jing Cui
Contractor Name
Cath Fairlie
Richard Spencer
Total Personnel Cost
Actual/Forecast to Complete ($$)
2007
2008
JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN
0.3
0.3
1.0
0.7
0.5
0.5
0.5
0.0
3.0
1.5
0.7
0.8
1.0
0.7
1.0
1.0
1.0
0.0
0.8
0.6
1.0
0.6
1.0
1.0
1.0
0.0
0.9
0.8
1.0
0.6
1.0
1.0
1.0
0.2
1.0
1.0
1.0
0.6
1.0
1.0
1.0
0.2
1.0
1.0
1.0
0.6
1.0
1.0
1.0
0.2
1.0
1.0
1.0
0.6
1.0
1.0
1.0
1.0
1.0
1.0
1.0
0.6
1.0
1.0
1.0
1.0
1.0
1.0
1.0
0.6
1.0
1.0
1.0
1.0
1.0
1.0
1.0
0.6
1.0
1.0
1.0
1.0
1.0
1.0
1.0
0.6
1.0
1.0
1.0
1.0
1.0
1.0
1.0
0.6
1.0
1.0
1.0
1.0
0.4
0.2
1.0
0.4
0.2
1.0
0.4
0.2
1.0
0.4
0.2
1.0
0.4
0.2
1.0
3.0
3.0
14.3
1.0
1.0
JUL
AUG
$2,349
$2,737
$8,181
$8,636
$4,199
$3,489
$3,476
$0
$33,504
$16,029
$0
$0
$0
SEP
$5,482
$7,300
$8,181
$8,636
$8,399
$6,978
$6,953
$0
$0
$0
$0
$0
$0
OCT
$6,265
$5,475
$8,181
$7,402
$8,399
$6,978
$6,953
$0
$0
$0
$0
$0
$0
Y1 Forecast
Resource
Cost
FTE
Months
2008
NOV
$7,048
$7,300
$8,181
$7,402
$8,399
$6,978
$6,953
$1,606
$0
$0
$0
$0
$0
DEC
$7,832
$9,125
$8,181
$7,402
$8,399
$6,978
$6,953
$1,606
$0
$0
$0
$0
$0
JAN
$7,832
$9,125
$8,181
$7,402
$8,399
$6,978
$6,953
$1,606
$0
$0
$0
$0
$0
FEB
$7,832
$9,125
$8,181
$7,402
$8,399
$6,978
$6,953
$8,032
$0
$0
$0
$0
$0
MAR
$7,832
$9,125
$8,181
$7,402
$8,399
$6,978
$6,953
$8,032
$0
$0
$2,647
$1,808
$6,632
APR
$7,832
$9,125
$8,181
$7,402
$8,399
$6,978
$6,953
$8,032
$0
$0
$2,647
$1,808
$6,632
MAY
$7,832
$9,125
$8,181
$7,402
$8,399
$6,978
$6,953
$8,032
$0
$0
$2,647
$1,808
$6,632
$7,832
$9,125
$8,181
$7,402
$8,399
$6,978
$6,953
$8,032
$0
$0
$2,647
$1,808
$6,632
6.2
6.0
6.5
6.8
6.8
7.6
9.2
9.2
9.2
9.2
9.2
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
0.4
1.0
1.0
0.4
1.0
1.0
0.4
1.0
1.0
1.0
1.0
1.0
1.0
$7,832
$9,125
$8,181
$7,402
$8,399
$6,978
$6,953
$8,032
$0
$0
$2,647
$1,808
$6,632
10.7
10.5
12.0
7.4
11.5
11.5
11.5
6.6
3.0
1.5
2.0
1.0
5.0
$83,799
$95,810
$98,176
$91,291
$96,585
$80,252
$79,959
$53,012
$33,504
$16,029
$13,233
$9,041
$33,158
3.0
3.0
0.0
100.2
$79,988
$22,687
$0
$886,524
$185,277
$51,929
$49,654
$53,868
$56,476
$56,476
$62,902
$73,988
$73,988
$73,988
$73,988
$73,988
$6,702
$5,154
$0
$0
$0
$0
$0
$11,856
$8,548
$370
$0
$0
$0
$0
$0
$8,918
$572
$0
$0
$0
$0
$0
$0
$572
$6,839
$486
$0
$0
$0
$0
$0
$7,325
$7,418
$1,406
$4,675
$0
$0
$0
$0
$13,499
$0
$0
$0
$0
$0
$0
$0
$0
$2,257
$4,195
$0
$0
$0
$0
$0
$6,452
$0
$0
$0
$0
$0
$0
$0
$0
$6,503
$4,434
$22,182
$0
$0
$0
$0
$33,120
$8,000
$0
$0
$0
$0
$0
$0
$8,000
$12,500
$0
$0
$0
$0
$0
$0
$12,500
$8,000
$6,000
$0
$0
$0
$0
$0
$14,000
$197,133
$60,847
$50,225
$61,193
$69,976
$56,476
$69,354
$73,988
$107,108
$81,988
$86,488
$87,988
100.2
$67,339
$22,045
$26,857
$0
$0
$0
$0
$116,241
$1,002,765
$11,168
$10,686
$11,168
$10,686
$11,168
$10,686
$11,168
$10,686
$11,168
$10,686
$11,168
$10,686
$11,168
$10,686
$11,168
$10,686
$11,168
$10,686
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$11,168
$10,686
$6,000
$0
$0
$11,168
$10,686
$4,500
$0
$0
$11,168
$10,686
$4,500
$0
$0
12.0
12.0
3.2
0.0
0.0
$134,016
$128,234
$15,000
$0
$0
12.0
3.5
0.0
42.7
$281,249
$62,629
$0
$621,128
42.7
$24,209
$11,950
$43,151
$2,796
$0
$0
$3,000
$85,106
$706,234
Contractor Name
Cath Fairlie
Valerie Johnson
1.0
1.0
1.0
1.0
0.4
1.0
0.4
1.0
0.2
1.0
0.6
1.0
0.7
1.0
0.6
1.0
0.6
1.0
1.0
$10,116
$23,496
$25,337
$31,924
$8,750
$30,236
$11,156
$20,886
$3,197
$23,420
$9,141
$28,625
$13,669
$10,409
$7,715
$25,600
$9,000
$25,600
$25,600
Total Personnel Cost
3.0
3.0
3.0
3.4
3.4
3.2
3.6
4.1
4.0
4.0
4.0
4.0
$31,970
$45,350
$47,191
$62,528
$63,247
$45,937
$54,415
$64,148
$39,978
$62,454
$51,954
$51,954
$3,762
$0
$0
$2,796
$0
$0
$0
$6,558
$1,352
$2,390
$0
$0
$0
$0
$3,000
$6,742
$0
$0
$0
$0
$0
$0
$0
$0
$1,303
$1,766
$0
$0
$0
$0
$0
$3,069
$5,174
$3,794
$0
$0
$0
$0
$0
$8,968
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$43,151
$0
$0
$0
$0
$43,151
$0
$0
$0
$0
$0
$0
$0
$0
$2,618
$0
$0
$0
$0
$0
$0
$2,618
$0
$0
$0
$0
$0
$0
$0
$0
$5,000
$4,000
$0
$0
$0
$0
$0
$9,000
$5,000
$0
$0
$0
$0
$0
$0
$5,000
$38,529
$52,093
$47,191
$65,597
$72,215
$45,937
$97,566
$64,148
$42,596
$62,454
$60,954
$56,954
Other Program Costs
Travel & Accommodation
Other (Hosted Meetings, Meals, Misc.)
Hardware - Development Environment
Software Licenses
Project Team Training
Training and Communication Materials
Consulting Expertise
Total Other Costs
Total Program Level Expense
Y1 Budget
Resource
Cost
FTE
Months
Y1 Variance
Resource
Cost
FTE
Months
JUN
$79,988
$22,687
Other Program Costs
Travel & Accommodation
Other (Hosted Meetings, Meals, Misc.)
Hardware - Development Environment
Software Licenses
Project Team Training
Training and Communication Materials
Consulting Expertise
Total Other Costs
Total Institutional Contribution
Program Level Expense
Employee Name
Leo Fernig
Gord Uyeda
Kristina Batiste
2007
96.0
$872,400
-4.2
-$14,124
$125,000
$10,000
96.0
$135,000
$1,007,400
-4.2
$57,661
-$12,045
-$26,857
$0
$0
$0
$0
$18,759
$4,635
0.0
$0
-42.7
-$621,128
-42.7
-$24,209
-$11,950
-$43,151
-$2,796
$0
$0
-$3,000
-$85,106
-$706,234
0.0
$0
$0
Execution & Monitoring Managing Costs
Y1 Forecast
FTE Months Resource Cost
Program Costs
Staff/Resource Costs (Labour)
Travel & Accommodation
Other (Hosted Meetings, Meals, Misc.)
Hardware - Development Environment
Software Licenses
Project Team Training
Training and Communication Materials
Consulting Expertise
Contingency
Total Program Costs
Program Contributions
University of XXXX
University of XXXX
University of XXXX
University of XXXX
University of XXXX
University of XXXX
University of XXXX
Total Founder & Partner Contributions
Cash Contributions
Andrew W. Mellon Foundation Request
CANARIE Funding Proposal
Total Program Contributions
Funding Shortfall
506.3
Y1 Budget
FTE
Months
531.2
506.3
$5,148,128
$392,992
$101,912
$113,532
$46,308
$40,000
$34,000
$101,000
$250,000
$6,227,871
100.2
117.5
90.1
96.7
26.4
19.5
4.4
454.7
$1,016,549
$1,254,456
$1,171,226
$931,024
$538,101
$328,099
$38,867
$5,278,322
Resource Cost
Y1 Variance
FTE Months
Resource Cost
24.9
531.2
$4,952,116
$577,500
$53,000
$80,000
$40,000
$40,000
$80,000
$128,000
$600,000
$6,550,616
24.9
-$196,012
$184,508
-$48,912
-$33,532
-$6,308
$0
$46,000
$27,000
$350,000
$322,745
96.0
100.0
102.0
100.0
28.0
30.0
18.0
474.0
$1,007,400
$1,001,417
$992,333
$983,500
$496,000
$304,300
$174,000
$4,958,950
4.2
17.5
-12.0
-3.3
-1.6
-10.5
-13.6
-19.3
$9,149
$253,039
$178,893
-$52,476
$42,101
$23,799
-$135,133
$319,372
$500,000
$0
$500,000
$250,000
$0
-$250,000
$5,778,322
-$449,549
$5,708,950
-$841,666
$69,372
$392,117
Execution & Monitoring Managing Risk
• Identifying, analyzing, and responding to project risk.
• minimize the consequences of adverse events, which
may prevent the project from meeting its objectives.
• identify the highest-priority risks –focus on them as the
project evolves
• a dynamic and proactive process that requires
continuous vigilance.
• Risk Assessment:
• Risk Index = Impact X Probability
• Risk Mitigation:
• Activities to lower the probability of the risk
• Activities to lower the impact of the risk
Execution & Monitoring Managing Risk
Ref.
#
1.
2.
Impact on
Project
Prob. Of
Occurring
Risk
Index
1=Low
2=Med
3=High
1=Low
2=Med.
3=High
(Risk x
Prob.)
Technology Risk: A Service Oriented Architecture
implemented using Web Services is a relatively new
technology set. Lack of experience within the
founding institutions and within the industry for these
technologies.
 Design mistakes leading to significant problems
at the development stage
 Design and development take longer than
expected as problems are worked out
 May be system performance issues with the new
technology
 Costs increase
3
3
9
Business Analysis Risk: Project team members are
inexperienced with the concepts and guidelines of
Service Orientation. Service modeling and service
design skills not available. Methodology is new and
not well understood.
 Results in services that are too tightly coupled
and a reduction in flexibility in the system
 Don’t realize the expected benefits of service
composition or development agility
3
Risk Item Description
And
Potential Consequence or Impact
Impact
Horizon
Risk Plan
Resolution
Required
Date
Mitigate
Accept
Avoid
Near
Mitigate
Planned Mitigation Activities


Forecast Risk /
Expected
Outcome
After Actions
Completed
Develop a QA strategy and
plan
Conduct architectural reviews
with industry experts at
critical project milestones
RISK: 3 X 3 = 9
Ensure all parties are fully
familiar with the concepts of
Service-Orientation. This
includes business stakeholders
as well as applications
managers and developers
Formal project team training
Contract experienced
resources
RISK: 3 X 2 = 6
Current Status /
Actions Taken To-Date



3
9
Near
Mitigate










Conducted architectural reviews at
end of planning phase by IBM and
Sosnoski
Arrangements made with IBM and
SUN to conduct a second external
review at end of Architecture (Feb
2008)
Project kick-off meeting to
overview SOA approach
IBM presentations on SOMA
IBM experts participating in
workshops
Business Analysts contracted by
institutions who lack that skill set
Continue to develop and document
the methodology to be used.
Mentoring provided from skilled
resources to less skilled resources
during the application architecture
phase.
IBM contacted to work with the
team to review and comment on
the methodology.
Additional resources will be
contracted to increase the SOA
expertise on the team. Resources
being sought from IBM and other
sources.
Communications
• Good project management requires
effective communications & collaboration
• Good communications requires:
– A strategy and a plan
– Communication/collaboration tools
– Effective meetings
Collaboration in a Distributed
Environment!
Collaboration in a Distributed
Environment!
Collaboration
• Collaboration is hard work. It requires:
–
–
–
–
–
–
Governance
Excellent communications
Relationship building – Respect & Trust
Commitment
Team Goals vs. Institutional Wants
Complementary competencies – everyone brings
something different to the table
• Result - more creative solutions
• KIT – cross project collaboration and integration
Collaboration Tools
• Blending Collaboration Tools - the right
tool at the right time
– Face to face meetings or workshops
– Video Conference/Skype video
– Breeze (Adobe Connect)
– Telephone / Skype audio conference
– Chat/IM
– Email
Meetings/Status Reporting
• In person meetings are a good communication
vehicle for reporting status and resolving
issues
•
•
•
•
•
•
•
•
•
•
Board
Functional Council
Technical Council
Project Leadership meetings
Developer meetings
Code Reviews
One on ones
Face to Face meetings
Focus groups
Informal
Effective Meetings
•
•
•
•
Have an agenda
Record Action Items
Track and follow up
Formation of ad hoc subgroups
Sustainment
• Closing the project involves transitioning to
sustainment
• Kuali projects are rapidly approaching completion
and full transition into sustainment model
– several implementation projects in the works
• Kuali Foundation Board working aggressively to
define a detailed Sustainment model
– Team structure, resources, capacity
– Funding model
– Support processes
Open Source Misconceptions
•
•
•
•
•
Part time developers
Not industrial strength
Not well tested
Hap-hazard governance
No documentation
Kuali Community Source
Kuali Community Source
•
•
•
•
•
•
•
•
Full Time Dedicated Development Teams
Dedicated Functional Resources
Built for reliability and scalability
Intensive QA/Testing process
Structured and well documented governance process
Extensive functional and technical documentation
Partner Institutions dedicated to the success of Kuali!
Commercial Affiliates available to provide expertise
How are we doing?
• KFS
• KRA
• KS
Working together
We can do it!!
Kuali Project Management
Questions?
http://www.kuali.org